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Qual i ty Manual

MAQ © DERICHEBOURG Atis aéronautique Edition 10 Date 01/12/2009 QAM © DERICHEBOURG Atis aéronautique Edition 13 Date 12/06/2013

MAQ © DERICHEBOURG Atis aéronautique Edition 13 Date 12/06/2013 2/46

1. QUALITY POLICY, MANAGEMENT COMMITMENT

2. PURPOSE AND APPLICABILITY

2.1 PURPOSE2.2 APPLICABILITY

3. REFERENCE STANDARD

4. PRESENTATION OF THE GROUP AND THE COMPANY

4.1. THE DERICHEBOURG GROUP 4.1.1 A few key dates 4.1.2 DERICHEBOURG, a benchmark operator in the services market 4.1.3 Respect of essential values 4.1.4 Group organisation structure 4.1.5 Overall figures 4.1.6 Group activities4.2 . DERICHEBOURG ATIS AERONAUTIQUE 4.2.1 Introduction 4.2.2 Presentation of the company 4.2.3 Key information 4.2.4 DERICHEBOURG Atis aéronautique business 4.2.5 Main figures of DERICHEBOURG Atis aéronautique 4.2.6 Mains customers 4.2.7 DERICHEBOURG Atis aéronautique, a certified company 4.2.8 Organisation chart of responsibilities 4.2.9 Organisation chart responsible for operational department

5. QUALITY MANAGEMENT SYSTEM

5.1 CONTINUOUS IMPROVEMENT : THE DEMING WHEEL

5.2 PROCESS MANAGEMENT

5.3 PROCESS CHART

5.4. COMPANY MANAGEMENT PROCESSES 5.4.1 Guiding process 5.4.2 Management of continuous improvement

5.5. PRODUCTION PROCESSES 5.5.1 Commercial Process 5.5.2 Service Provision Process

5.6 . SUPPORT PROCESSES 5.6.1 Process : Human resources management 5.6.2 Process : Procurement 5.6.3 Process : Documentation and data management process 5.6.4 Financial Process

6. CORRELATION BETWEEN THE PROCESS AND THE CHAPTERS OF EN 9100

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This document is the property of DERICHEBOURG atis aéronautique Any communication or reproduction is prohibited without permission: © DERICHEBOURG Atis aéronautique


Issue Date Pages Reason

1 22/11/2000 All Initial issue.

2A 17/03/2003 All Finalization of the document.

2B 07/10/2003 4, 5, 6, 15, 20. Updated.

3 13/04/2004 All Document reorganised

4 22/03/05 All

§2.3 : orgnization chart updated§ 2.2.3 : 2004 results added.§4.2 : qualty policy updated§5 à 11 : subject of each process added

5 06/10/2005 All All§ : minors updated according to EN 9100§ 2.3 : organization chart updated

7 13/07/2007 All

Insertion of new logo / Remaning Penauille Polyservices in DERICHEBOURG§ 2.1.2 : Few key dates updated§ 2.1.3 : group organisation structure updated§ 2.2.3 : figures updated with year 2006§ 2.3 : organization chart of responsibilities updated§ 2.4 : addition of the organisation chart responsible for operational depart-ment

8 27/05/08 All

Change of name : ATIS Aviation in DERICHEBOURG Atis aéronautique§ 2.1.3 : group organisation structure updated§ 2.1.4 : figures DERICHEBOURG updated with year 2007§ 2.2.3 : figures DERICHEBOURg Atis aéronautique updated with year 2007 2.3 : organization chart of responsibilities updated§ 2.4 : addition of the organisation chart responsible for operational department§ 4.2 : update of 2008 quality policy

History of changes

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11 31/03/2010 All § 1 : Quality and Safety policy updated§ 4.2.8 : Modification of the organization charts

9 08/10/2009 All Document reorganised

10 31/03/2010 All§ 1 : Quality and Safety policy updated§ 4.2.7 : Agreement Part M added§ 4.2.8 : Modification of the organization charts


Approved by: Pascal LANNETTEChecked by : Pascal PARISISWritten by : Sébastien ORY

12/06/1312/06/1312/06/13Date

Visa

Table of validation

Issue Date Pages Reason

12 15/01/2013 All

§ 1 : Quality and Safety policy updated§ 4.1.5 : figures DERICHEBOURG updated§ 4.2.2 : presentation of the company updated§ 4.2.3 : Subsidiary added : Derichebourg Atis Maintenance Services§ 4.2.5 : figures DAA updated with year 2012§ 4.2.7 : Agrements updated§ 4.2.8 : Service Provision updated - § 5.5.2.2 : Project Management -§ 5.5.2.3 : Configuration Management -§ 5.5.2.4 : Control of works transfert -§ 5.5.2.9: Post Delivery SupportSERVICE

PROVISION§ 4.2.8 : Correspondences entre processes and the chapters of the standard 9100 updatedS

13 12/06/13 All ICEROVISION§ 4.2.8 : Organization chart of responsabilities uptdatedS


Derichebourg Atis aéronautique bases its strategy on a set of fundamental human and professional values: expertise, service acumen, excellence and customer satisfaction.

It revolves around 5 axes :

1-PERPETUATE ITS JOBS AND THE FUTURE OF THE COMPANY -Master costs and guarantee the profitability of our activities to maintain our capacity of investment and continuity of our development.-Implement a true business intelligence to gain new markets-Support development of our subsidiaries.

2-SATISFY AND LOYALTY OF OUR CUSTOMERS- Supply, at a global level, performance, efficiency and a mastered service- Communicate and be responsive to our customers, to their current needs and future ones- Maintain a lasting relationship and trust with our customers- Ensure customer satisfaction in a sense of listening and responsiveness- Continue to be recognized for being pro-active at bringing solutions

3-RESPECT, PROFESSIONNALIZE AND ENSURE PROGRESS FOR OUR EMPLOYEES- Put the management of Jobs and Skills at the heart of business- Monitor our employees' skills and training in conjunction with business needs- Strengthen the process of qualification of our employees ( technicians being a priority)- Implement the required actions in line with the development of the legal framework ( Senior agreement, agreement on the stress at the workplace...)

4-POSITION OUR QUALITY MANAGEMENT SYSTEM AND SAFETY POLICY AS OUR STEERING TOOL- Continue the declension of our quality management system- Strengthen the monitoring of our activities performance- Participate in continuous improvement and guide all our activities in this direction- Obtain the various approvals and certifications necessary for the development of our company, our subsidiaries and branches

5-SAFETY MUST BE AT THE HEART OF OUR ACTIVITIES

-Improve communication and integration for our employees in health policy and safety- Develop a safety management system : SGS

At his own level, everyone must participate in the deployment of our policy and contribute to reach these objectives.As president, I will personally see to the achievement of these goals by examining the progress made and the overall consistency of our quality system .

Pascal LANNETTEPresident

1- The Top management commitment in terms of Quality and Safety policy


2- Purpose and applicability 2.1 PURPOSE

In order to supply services mastered, in compliance with the requirements of the customers and with the ap-plicable regulations, and also to move towards an approach of continuous improvement, DERICHEBOURG Atis aéronautique has implemented a quality management system described in this quality manual . The Quality Manual is intended:

-To present the quality management system implemented to the personnel and customers of DERICHEBOURG Atis aéronautique,.

-To demonstrate that the quality management system implemented by DERICHEBOURG Atis aéronautique sat-isfies the requirements of standard EN 9100.

2.2 APPLICABILITY

The field of application of the Quality Management System, described in this Quality Manual based on standard EN 9100, is applicable to all personnel, activities and services of DERICHEBOURG Atis aéronautique.

Note: activities linked to EN 9100 chapter 4.3 – configuration management – are under responsibility of our customers. Chapter 7.3 of ISO 9001:2000, concerning design and development, is considered as not applicable to DERICHEBOURG Atis aéronautique’s activities.

3- Reference StandardsISO 9000Quality Management SystemsEssential principles and vocabulary

EN 9100 Quality Management SystemsRequirements and Quality System (aeronautical)

ISO 9004Quality Management SystemsGuidelines for performance improvements

Groupe / Holding Société filiale


4- Presentation of the group and the company

4.1. THE DERICHEBOURG Group

4.1.1 A FEW KEY DATES

Establishment by Jean-Claude Penauille of a cleaning company with a registered capital of 20,000 F.

Association between Penauille Polyservices and CFF Recycling groups

Mr Daniel DERICHEBOURG takes the chair of Penauille Polyservices

Fusion-Adaptation of company CFF by Penauille Polyservices

Penauille change its name and becomes DERICHEBOURG.

4.1.2 DERICHEBOURG, A BENCHMARK OPERATOR IN THE SERVICES MARKETThe Derichebourg Group is a benchmark operator in services to businesses and local authorities. It now has 43 000 employees around the world, working in over 30 countries and on 3 continents. Der-ichebourg offers a complete and integrated range of services in 3 sectors of activity:

• Environmental services: recycling and conversion of end of life consumer goods, manage-ment of industrial and household waste, urban cleansing, etc.

• Services to business (multiservices): hygiene, safety, energy, airport services, temporary placements, reception facilities, handling, etc.,

• Airport services: handling, cargo, airport passenger services, services to airport infrastruc-tures, fuel management, maintenance of runway equipment

The Derichebourg service offer has been designed and developed to enable businesses and local authorities to concentrate on their core activities and their organization and control costs. In all its activities, Derichebourg has a wide range of complementary skills, which are constantly being en-hanced to meet new market needs.

1970

200420062007


4.1.3 ESSENTIAL VALUES

Derichebourg bases its strategy and its day to day activities on a set of fundamental human and professional values: expertise, service acumen, sustainable development and international ambition. Its service offer has been developed and organised to give each of its customers the resources they need to build value and create a model for sustainable development.

ExpertiseExpertise is the first thing we owe to our customers. The result of years of experience, research and innovation, our expertise in each sector is unanimously recognised and actively promoted by an ambitious policy of re-cruiting, training and sharing best practices. The methods and know-how of our teams and units are confirmed by multiple certifications, qualifications and accreditations.

Service acumen

Service acumen is an essential value in each of our sectors and business activities, inspiring our day to day operations. It motivates us to do all we can to take into account and satisfy our customers’ needs within each of our service contracts.

Sustainable development

The Derichebourg group cares deeply about the environmental impact of business activities and is driven by the desire to play an active role in seeking methods of sustainable development.

International Ambition To meet the expectations of its multi-national customers and to offer performing solutions in globalised mar-kets, the Derichebourg Group has made international development one of its priorities. With more than 300 establishments and 43,000 associates in more than 30 countries, the Group is able to provide a seamless trans-national service offering and to guarantee to each of its customers local proximity.


4.1.4 GROUP ORGANISATION STRUCTURE

4.1.5 OVERALL FIGURES

DERICHEBOURGenvironnement

Recycling and valorization of the goods of the lifetime Management of the industrial and domestic waste Urban cleanliness

SERVISAIR

Passenger assistanceAircraft assistanceCargo assistanceOther services

100 %1998 --20 %80 % -404

77 %1999 --45 %55 %33 %671

49 %2000 --52 %48 %51 %923

44 %2001 --56 %44 %56 %1 265

40 %2002 --59 %41 %60 %1 566

40 %2003 --57 %43 %60 %1 519

-2004 --55 %45 %-1 447

-2005 --58 %42 %-1 452

-2006 0.04 %60.3 %22.5 %17.2 %-3 738.9

-2007 0.2 %64.5 %15.4 %19.9 %-4 053.4

-2008 0.2 %69.6 %16.1 %14.1 %-4 378

Turn Over(million €)Year Abroad Company

servicesAirport

services

Environ-nement services

HoldingFrance

Distribution of turnover

-2009 0.05%55.6 %22.8 %22.1 %-2431

-2010 64% 19 %17 %-3119.8

DERICHEBOURG multiservices

CleaningEnergyMaterial HandlingSupport and Related ServicesTempory supportTempory Aeronautics supportTempory Health Care support

Aéronautics :

DERICHEBOURG Atis aéronautique

DERICHEBOURG Atis Ibérica

DERICHEBOURG Atis GmbH

DERICHEBOURG Atis GmbH

-2011 0.06%68.4% 18.2 %13.2 %-3700.6

-2012 0.06%65.5% 19.5 %14.9 %-3522


4.1.6 GROUP ACTIVITIESOriginally specialising in the processing and recycling of end of life consumer goods, re-used materials and industrial waste, Derichebourg now offers a complete and integrated range of services in 3 sectors of activity.

Environmental services Derichebourg Environment offers businesses and local authorities a complete and integrated range of serv-ices, covering collection, management and reuse of end-of-life capital and consumer goods, recoverable ma-terials, industrial and household waste, along with urban hygiene services.

Completely integrated treatment and reuse technologies… Derichebourg Environment has extremely efficient industrial and logistic resources, covering all stages of waste reuse and recovery, from collection to marketing of recycled products, using a number of treatment channels: scrap, nonferrous metals (aluminium, copper, zinc, stainless steel, etc.), common industrial waste, plastics, tyres, and so on. …

reconciling economic and environmental constraints…Derichebourg Environment is constantly attentive to market needs and changes in environment regulations and is a driving force in developing and organising waste treatment reuse and recovery technologies. Its expertise means that it can today offer industry and local authorities complete solutions reconciling both eco-nomic and regulatory demands. An essential contribution to protecting the environment By collecting waste and recycling it as secondary raw materials, Derichebourg Environment’s business is to help preserve natural resources and protect the environment.

…in partnership with eco-organisations, industrial companies and local authori-ties In association with industry (automobile makers and electrical and electronic equipment manufacturers, plas-tics and chemical plants, cement works, etc.), Derichebourg Environment is committed to a long-term R&D policy designed to create sustainable treatment channels for end-of-life items, complying with and even ex-ceeding the reuse and recycling targets set by European Directives. Derichebourg Environment has thus become a major player in these recovery technologies, recognised by ecological organisations, industry and local authorities for its ability to handle the treatment and processing of increasingly complex products and waste: end-of life vehicles, waste electrical and electronic equipment, industrial waste...


Servisair

A major actor in airport services around the world Servisair, a subsidiary of the Derichebourg Group, is one of the leading airport service operators on the inter-national stage. Servisair is present in nearly 150 airports around the world, with highly-experienced teams who do everything they can to design and develop high-performance and innovative solutions that are perfectly tailored to meet the needs of all of its customers.

Servisair offers airline companies and airport hubs a complete and integrated range of services that meet the highest quality standards. Its service office covers six complementary domains: • Handling,• Cargo,• Airport passenger services,• Services to airport infrastructures,• Fuel management,• Maintenance of runway equipment.

DERICHEBOURG Multiservices

A comprehensive offering of complementary services

Derichebourg Multiservices provides companies and communities with an expansive multi-technical and mul-ti-sector offering that is based on a good command of recognised knowledge. In each of its business lines, Derichebourg Multiservices possesses expertise and the human and technical resources required to commit to the best service levels.

A partner in tune with your expectations

In tune with the markets, Derichebourg Multiservices anticipates the needs of its customers and is constantly changing its service offering to assist them in the long term. Due to its expertise in a wide range of business lines, Derichebourg Multiservices can implement comprehensive solutions and become your sole partner for all outsourced services.


4.2. DERICHEBOURG ATIS AERONAUTIQUE

4.2.1 INTRODUCTION

Established in 1987 to provide sub-contracting services, technical support and apron services for postal freight and passenger traffic, ATIS Aviation was absorbed into the Penauille group in 1998 when the latter acquired ATIS’ mother company GSA.

From the beginning of the 21st century, the company has accompanied the outsourcing policy of prime contractors (Airbus, Eurocopter, Air France In-dustrie), resulting in a constant expansion of its “industrial” activities.

In parallel with this, a line maintenance activity is being developed through the opening up of new stop-overs (Bordeaux, Nice, Marseille, Dublin, etc.).

After first EADS Casa subcontract obtained in 2004, ATIS Aviation creates a subsidiary ATIS Ibérica, in order to develop its activities on Spanish market (EADS Casa military aircraft, future A400M).

In 2008, ATIS Aviation changes its name and becomes DERICHEBOURG Atis aéronautique.

DERICHEBOURG Atis aéronautique created in late 2008 a subsidiary in Ger-many GmbH. The company aims to develop and sustain our activities on the German market

An aircraft life cycle solution :

Open working party in Germany 20

05

Creation of the subsidiary ATIS IBERICA 20

04

Tranfert of all aeronautic activi-ties in ATIS Avition 20

03

Development of logisitics activities

Opening site at TAT in Paris

2001

ATIS Aviation accompanies the outsourcing policy of the main

customers

Development of maintenance activities in line with the

European airport network of Penauille Polyservices

2000

Opening site Cleaning and Headling in Toulouse 19

96

Creating the companyATIS Aviation 19

87

Creating the company GSA

1982

Bying back GSA by Penauille Polyservices 19

98

ATIS Aviation becomes DERICHEBOURG

Atis aéronautique.

2008

Creation of the subsidiary Atis GmbH

Creation of the subsidiary DERICHEBOURG Atis

maintenances Services 2012


4.2.2 PRESENTATION OF THE COMPANY

Idendity Card :

Chief Executive : Pascal LANNETTE Legal form : S.A.S Size : PME Number employees: 1200 people with subsidiaries Headquarters : Building Thalès - Parc Algorithmes - 17 avenue Didier Daurat - 31700 Blagnac

wwww.derichebourg-atis.com

Locations :


4.2.3 KEY INFORMATION

Derichebourg Atis aéronautique, a division of the Derichebourg group, is a major stakeholder in aero-nautical sub-contracting in Europe, universally ac-knowledged for its know-how. It has developed part-nerships with the major players which has allowed it to develop its activities in France and abroad with 20% of annual growth over the last 5 years.

4.2.4 DERICHEBOURG ATIS AERONAUTIQUE BUSINESS In order to meet the needs of the aeronautics sector, Derichebourg Atis aéronautique has been developing an extremely comprehensive range of services based on an array of professional expertise which has been acknowl-edged and confirmed by many licenses and certifications. Both our Spanish and German subsidiaries, respectively Derichebourg Atis Ibérica established in April 2005 and Derichebourg Atis GmbH established in November 2008, embody the transnational resources that we are able to deploy to provide effective solutions for our customers.Derichebourg Atis Maintenance Services was founded in October 2012. This French subsidiary was created to meet promptlythe Airlines and Leasers expectations

Surrounded by a competent and specialised staff, Derichebourg Atis aéronautique offers complete all-inclusive solutions

From industrial preparation of aircraft to delivery Derichebourg Atis aéronautique is a major service provider for aeronautical manufacturers at all stages of manu-facturing, from industrial preparation, manufacturing and assembly to aircraft delivery, including logistics, quality control and technical assistance for flight tests.

From technical writing of maintenance manuals to technical assistance with asset management

Thanks to our PART M, PART 145 and FAR 145 certificates, our teams offer services to more than 60 airline compa-nies and aircraft owners including line maintenance at 14 European airports, writing maintenance manuals, airwor-thiness management, aircraft repairs and basic maintenance up to ‘C’ checks.More generally, we meet all technical and routine requirements for aircraft operations throughout their lifecycles (support, engineering, technical expertise, etc.).

17 years of aeronautical expertise

Implanted in France and other countries (Germany,

Spain,Irland,)

1 subsidiary in Spain : DERICHEBOURG Atis Ibérica

1 subsidiary in Germany: DERICHEBOURG Atis GmbH

1 subsidiary in France : DERICHEBOURG Atis maintenance

services

More than 1200 engineers and qualified technicians

93.5 Millions € of turnover in 2012


Our know-howPreparation and industrial support

Industrial preparationTechnical Support

Quality inspections and testsCustomer account coordination

ProductionManufacturing, modification and repair...

Strucuture manufacturingSystems assembly

Final assembly of structures, sytems and cabin layoutFlight Tests (technical assistance,maintenance,etc..)

Installing and maitenance of strain gauges for static testsNDT : Note destructives tests

Special processesAircraft washing,technical cleaning removal of temporary paint

Towing and repositonning Painting of elementary parts

Operational Support (DAMS)Aircraft Line Maintenance

(Airbus, ATR, Avro, BAE, Boeing, Bombardier, Embraer, Fokker...)

Aircraft Base MaintenanceA Checks and C Checks Strucutural inspection and repairNone destructive test (N.D.T) and full boroscopic inspection Performance of airworthiness directives (AD) and service bulletin (SB)Structural and system modification ( SATCOM, Line TV...)Aircraft technical assesmentCabin maintenance, refurbishing and modificationField Assitance Team Working under our Part / Far 145

Aircraft Technical ConsultingAircraft recovery / DeliveryAircraft storage solutionsContinuing airwothiness management ( Part M)Aircraft importation / Exportation / RegistrationAircraft phase in / phase outRecord AnalysisAircraft technical inspectionWorking party supervisionPermit to fly assistanceLease monitoring to ensure asser valueNew aircraft acceptance supportPart 145 Part M Quality Audits

LogisticsAOG Desk ManagementSpare Parts provisionningComponent repairs managementPool contract managementParts Traceability / AnalysesSupply Chain CoordinationIndustrial partners coordination & supportWarehouse Management


4.2.5 MAIN FIGURES OF DERICHEBOURG ATIS AERONAUTIQUE

Evolution of manpower (au 28/11/2012)

1183

110

270380

445462

620

745

8941012 966

10391200

100200300400500600700800900

1000110012001300

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Evolution of Turn-over (m€)

93,5

16,522 22

28

34 37

5558

72

82,7

87,791,5

15

25

35

45

55

65

75

85

95

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Turn over 2012 by sector

14%7%

31%25%

7%

9% 4% 3%

Line maintenance Base maintenanceSupport technique et Inspection qualité ProductionEngeneering Atis GmbHAtis iberica Prestation diverses


4.2.6 MAINS CUSTOMERS Aeronautic Industry


Airlines


4.2.7 DERICHEBOURG ATIS AERONAUTIQUE, A CERTIFIED COMPANY Operational support to Airlines In order to develop line maintenance activities, DERICHEBOURG Atis aéronautique in 1993 achieved JAR-145 certification thus regarding the efforts made in terms of organisation.This approval now become PART-145, is extended to a broad range of aircraft. This certification is a regulatory requirement to work in the field of aircraft maintenance . It prescribes the requirements of maintenance shops for aircraft and aircraft components Elements intended to be put back in service in public air transport.

Agrement PART 145


Operational support to Airlines

Agreement FAR 145


Conitinuing Airwotrhiness Management

Part M subpart G


Certificate EN9100

In 2001, the company initiated a complete rethink of its organisation in order to improve the quality of its services and the satisfaction of its customers by undertaking a certification procedure in accordance with ISO 9001 ver-sion 2000.These efforts were crowned with success with the award of ISO 9001 certification in 2003, whose validity is recog-nised not only in France but also in the UNITED Kingdom, in Germany and in the United States.

Under customers' requirements, DERICHEBOURG Atis aéronautique launches an update of its quality management system, concretized by a certification obtained at the end of the year 2005.

Certificate EN 9100


4.2.8 ORGANIZATION CHART OF RESPONSIBILITIES

Commercial Director

Patrick CLAUDEL

Human Resources Director

Georgia BRUNELLO MOLA

Financial DirectorStéphane MAS

Financial and AdministrativeManager

Myriam SIGNOLES

Quality Director

Pascal PARISIS

Industrial Process Manager

Thomas LUC

DERICHEBOURGAtis Ibérica

Manager : Pascal LANNETTEDelegate : PABLO GONZALEZ

MOYANO

Operational DirectorJorge

INIGUEZ OJEDA

DERICHEBOURGAtis Maintenance

ServicesPresident : Pascal LANNETTE

Operational DirectorKim

SPANOGHE

INSPECTION - PREPARATIONTECHNICAL SUPPORT -

SPECIAL PROCESSES

Operational DirectorEric VAN KEMPEN

PRODUCTION - FAL - FLIGHT TEST - AIRFRAME

ENGINEERING-LOGISTICOperational DirectorRichard LANLO

Operational DirectorChristophe VILLAESCUSA

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DERICHEBOURGAtis GmbH

Manager : Pascal LANNETTECo-manager : David COHEN

Operational DirectorsChristophe VILLAESCUSA

Dieter KAESTNER

President

Pascal LANNETTE


4.2.9 ORGANIZATION CHART RESPONSIBLE FOR OPERATIONAL DEPARTMENT

LOGISTIC

Françoise BARONI

FLIGHT TEST

Dominique TREZIERES

PRODUCTION - FAL - FLIGHT TEST - AIRFRAME LOGISTICS - ENGINEERING

Richard LANLO / Christophe VILLAESCUSA

FAL AIRBUSTOULOUSE

Jean-PhilippeDASTUGUE

INSPECTION - PREPARATION- TECHNICAL SUPPORT - SPECIAL PROCESSESEric VAN KEMPEN

PREPARATIONTECHNICAL SUPPORT

Arnaud CASSAR

INSPECTION PREPAPARATION

ST NAZAIRE

Franck NOREL

INSPECTION

Pierrick ROUSSEAU

ATC

Laurent LE TOULLEC

PARACHEVEMENT INCOMING

SergeDAOUST

FAL EUROCOPTERMARIGNANE

RichardBARRE

FAL 2A380

FabienPERRIER

SPECIAL PROCESSES

Alexis ZOBEIDE

SPECIAL PROCESSES

CIM/FCMPREPAPARATION

TECHNICAL SUPPORT

Jean-YvesTEXIER


5- QUALITY MANAGEMENT SYSTEM

5.1 CONTINUOUS IMPROVEMENT : THE DEMING WHEEL

The DERICHEBOURG Atis Aeronautique's quality management system is based on the concept of the Deming wheel.

PLAN

We plan what we have to do,We describes what each has to do

and how it should do.

DO

We do what we planned.

ACT

We are looking for any dysfonctions and the axes of improving.

We analyse any measures and we wonder about the causes of differences in order to act and to approach the expected results

CHECK

We verify that the implementation is in coompliance with the planning.

Improvement

PLAN

CHECK

DO

ACT

At every turn, the company im

proves


5.2 MANAGEMENT BY PROCESS

The DERICHEBOURG Atis aéronautique's quality management system is based on the recommendations of the standard ISO 9001 vs. 2000 / EN 9100, and in particular on the process approach. The process approach aims to make the company's processes more capable to satisfying the customers, at the lowest cost, by involving the different actors of process. The objective of management by process is to decompose the activity into process and to put them under control so that they are in correlation with the company's strategic objectives. A process is defined as an activity or set of activities that uses resources to convert input elements to output elements, with added value for the company.

DERICHEBOURG Atis aéronautique has identified 7 process divided into 3 types : The production processes are the activities that DERICHEBOURG Atis aéronautique established to transform the request of our customers by services, the final result is the satisfaction of our customers : PRO 02 (commercial) et PRO 03 (service provision process). The support processes are an internal activity, generally traverse to ensure the smooth running of the company : PRO 04 (Human resources management), PRO 05 (Procurement process), PR0 06 (Documentation and data management process), PRO 07 (Financial process).

The management process pilots the services, determines the quality policy and the objectives, col-lects and analyses the information to give directives: PRO 01 (Company process management).

Every process is described precisely in an identify form.

Main d'oeuvre Matériel

PROCESSAdded value

Input Output

Labor Material

Procedure / Instruction


5.3 PROCESS CHARTC

USTO

MER

S RE

QUI

REM

ENTS

CUS

TOM

ERS

SATIS

FAC

TION

PRO 01COMPANY MANAGEMENT PROCESS

(BUDGET AND QUALITY)

Pascal LANNETTE

Management

Process

INP

UT

ELE

ME

NT

S

OU

TP

UT

ELE

ME

NT

S

PRO 03

SERVICEPROVISIONPROCESS

Eric VAN KEMPENRichard LANLO

Christophe VILLAESCUSA

PRO 02

COMMERCIAL

Patrick CLAUDEL

W.O

Exp

lore

Trea

t t

he o

ffer

Trea

t t

he o

rder

Production

processes

Production

processes

PRO 04 HUMAN

RESOURCES MANAGEMENT

Georgia BRUNELLO MOLA

PRO 05PROCUREMENT

Pascal LANNETTE

PRO 06DOCUMENTARY AND

DATA CONTROL PROCESS

Pascal PARISIS

PRO 07MANAGEMENT CONTROL / ACCOUNTING PROCESS

Stéphane MAS

Support

processes

Management Reviews Continuous improvement


5.4. COMPANY MANAGEMENT PROCESSESThe company management process, on the economic and quality aspects includes in particular :

- management reviews activities,

- continuous improvement management activities (internal quality audits, customer satisfaction evaluations, processing of internal and external complaints).

5.4.1 . COMPANY MANAGEMENT PROCESS PRO 01

5.4.1.1 Definition and deployment of the strategy

MANAGERS MEETING : STRATEGY

Participants : Chief Executive, Deputy Manager, Departmental managers (N-1), Units Leader (N-2)

Frequency :The managers meeting takes place once a year, at the end of the year.

Object : - Assess the pass year towards the strategy - Make an economic balance sheet of the past year - Determine the budgetary objectives for the future year - Define the strategy for the future year - Decline the strategy by axis of management

Issue :The strategy is diffused to the participants. The operational department or the Unit Leader are responsible for explaining the strategy to Opera-tional Leader (OL)

Defintion and deployment of the

strategy

Quality policy definition

Preparation and holding manage-

ment reviews

Internal communication,

communication on the quality


5.4.1.2 Definition of quality policy

The quality policy, established by the chief executive, is formalized in the quality manual and incorporates the company's core values. The quality policy is updated automatically during the management board review. It must be sufficiently clear to all employees

5.4.1.3 Preparation and holding management reviews

MANAGEMENT BOARD REVIEW

Participants : The process owners, managers, Operational Director.

Frequency : The management board review takes place once a year.

Object :-take stock of the actions identified in the latest management board review-take stock of the effectiveness of quality management system to ensure that it remains relevant, adequate and effective-take stock of the audits-take stock of customers complaints-take stock of corrective and preventive actions-take stock of process by indicators-validate the company's quality policy-take stock of customer satisfaction-validate the audit program-validate the objectives of the next year by process -validate the improvement recommendations-validate the actions to be implemented to improve the quality of our services, the satisfaction of our customers and the company's performances

Issue :A synthesis is prepared by the Quality Manager and distributed to participants.

QUALITY COMMITTEE

Participants : The process owners, managers, Operational Director.

Frequency : The frequency of Quality committee is quarterly.

Object :- review of indicators by process- take stock of the quality highlights on three past months - define the improvement opportunities to make more effective our processes.

Issue :A synthesis is prepared by the Quality Manager and distributed to participants.


SERVICES MEETING

Participants : Chief Executive, Deputy Manager, Operational Directors, Human resources manager, Quality man-ager.

Frequency : The frequency of this meeting is weekly

Object :- Identify needs, propose solutions- steering review of our various services

Issue :The meetings services report is diffused to the participants and also accessible via an internal IT network.

COMMERCIAL MEETING

Participants : Chief Executive, Deputy Manager, Commercial Manager, Operational Directors, Human resources manager, Quality manager, Administrative manager and Chief Accountant

Frequency : The frequency of this meeting is weekly

Object :- take stock of the call for tenders- plan the request for quotation review- make the follow-up of the complaints.

Issue :The commercial data are available on the network by the database. The customer complaints follow up is also available on internal IT network.

MEETING : ANALYTICAL REVIEW OF THE RESULTS

Participants : Chief Executive, Deputy Manager, Operational Directors, Human resources manager, Quality manager,Administrative manager and Chief Accountant

Frequency : The frequency of this meeting is monthly

Object :- review the accounting ratios by department - Analyse the gaps with regard to the budget and to the previous month

Issue :The meeting report is written by the administrative manager and Chief Accountant.It is issued to the participants as well as to DERICHEBOURG holding company.


5.4.2 . MANAGEMENT OF CONTINUOUS IMPROVEMENT

Customers complaints

process

Follow-up of the non-complian-ce, corrective and preventive

actions

Internal and external audits

Monitoring process

Data analysis

Risk Management

Progressproposal form

5.4.2.1 Treatment of the customer's complaints

The non compliance detected, with internal or external origin, are registered on a non-conformity report. The rules of complaints management are defined in instruction INS.01.03.This instruction is intended to provide the procedure for processing complaints, whether they arise internally or are received from outside (customers, certification authorities etc.), including any claims applicable to sup-pliers.

5.4.2.2 Follow-up of the non conformity, the corrective and preventive actions

Non conformity

Customer's complaints or internal complaints, are handled, once a week, during the commercial meeting. The non compliances detected during the external and internal audits are monitored regularly andreviewed at each quality committee.

5.4.1.4 Internal communication, Communication on the quality

DERICHEBOURG Atis aéronautique set up several means to assure the internal communication and quality aspects,such as: - management meeting - computer network, on line communication site - Dot Com : allows to inform the company's employees of key events - integration meeting , Quality welcome book …

As regards external communication, a web site is available for consultation: www.derichebourg-atis.com .To become known the company, articles of press or the other media are periodically realized.Outside demonstrations (forum or events) allow to become known the company.


Corrective actions

Corrective actions are implemented to eliminate the root of non-conformities and avoid their renewals.The corrective actions management relating to quality audits is realized on the audit report on which appears: the criticality and the affectation of the non compliance , the corrective action requested , the person in charge of the implementation of the action and the lead time which is function of the non compliance criticality.All the actions are resumed in a EXCEL spreadsheet which allows to follow and to relaunch the implementation of the actions.This table is reviewed periodically on one hand during manager reviews with the Operational Director and on the other hand regularly by the quality department to analyse the results and develop the Quality system.

The corrective actions efficiency is validated through the internal audits, through the not recurrence of the similar non-conformities, and through the detected items during the external audits.

Preventive actions

The preventive action aims at preventing the emergence of a potential anomaly. The implementation of preventive action is defined by: - The quality department - The quality committee which meets quarterly.

The issue and monitoring are performed through the non-conformity report when the actions require a precise implementation. Preventive action can be treated by Quality Note to sensibilise the staff concerned.

5.4.2.3 Internal and external audits

The internal audits aims are on one hand to verify that the activities relative to the quality and the correspond-ing results are in accordance with the stipulations planned and on the other hand to analyse the Quality system management efficiency.

The conduct of internal audits is explained in the instruction INS 01.02 “Internal Audit”. In this instruction is described :- audit planning- the implementation of the audits- the follow up of corrective actions

An internal quality audit program is planned by the quality department and validated at the beginning of the year during the management board review. The audits program is established by taking into account - the need to inspect the whole of quality system every 24 months, - modifications planned to the perimeter of DERICHEBOURG Atis aéronautique activities (opening of new ac-tivities), - problems or complaints occurring on a given activity - the need to qualify new suppliers.It can integrate external audits (customer, authority, certifying) scheduled.

Note: Unscheduled audits may be conducted in addition to the validated program. The audits syntheses are presented during Quality Committees .The audits which take place (intern, second party or third party) are a moment privileged to detect non-conformity and forecast improvement actions.


5.4.2.4 Risk Management

The Risk Management is described in the instruction INS.01.05 “Risks Management “.This instruction has for object to define how are managed the risks identified in the various projects of DERICHEBOURG Atis aéronautique.The Risk Management approach of a project leans on a continuous process which aims successively to iden-tify and to analyse the risks incurred, to evaluate them and to prioritize them , to envisage the means to master them, to follow them and to check them, and finally to capitalize the know-how and the experience acquired in this domain.

5.4.2.5 Continuous Improvement

The satisfaction of our customers is done by a permanent search for the improvement of the quality. The improvement actions are created when they are necessary, all year round, further to the reviews meetings quality, internal audits, observations … And they are particularly used further to the management review to implement the policy and the quality objectives.

5.4.2.6 Monitoring process

The monitoring process is realized through: -The non-compliances, complaints and their analyses -During the quality committees and the management board review -The internal audits -The monitoring of corrective, preventive actions -The monitoring of continuous improvement -The follow up of indicators, objectives.

5.4.2.7 Data Analysis

To demonstrate the relevance of the quality management system and estimate its efficiency, the following data are collected and analysed during quality committees and during the management board review - measure of the processes through indicators - non-compliances and complaints of the customers - audits results - previous management review report - corrective and preventive actions results - customer satisfaction results - the forms of progress results

5.4.2.8 Quality Management System Improvement

In an approach of continuous improvement progress form sheets were developed.The events susceptible to degrade or to improve the activities of DERICHEBOURG Atisaéronautique are recorded in these forms of progress.The instruction INS.01.06 “ Continuous Improvement “ describes how are managed these forms of progress.


5.5. PRODUCTION PROCESS

COMMERCIAL PROCESS PRO 02

SERVICE PROVISION PROCESS PRO 03

CommercialAcquisitionOffers HandlingOrders Handling

Customersacceptance

ContractsOrder

Order release number

ConsultationEnquiry

Request for

quotation

Documentation

AirshowReputation

Web SIte Press

Commercialproposal Contacts

SERVICErealization

Deliverydocument

I m p l e m e n t a t i o n planning

SERVICEpreparation

SERVICE evaluation

Results:/AnalysisCorrectives action,s

CUS

TOM

ER S

ATIS

FAC

TION

MEA

SURE

CUSTOMER FOCUS

CUSTOMER FOCUS


5.5.1. COMMERCIAL PROCESS PRO 02

The commercial process contains the following activities:-focus on customer needs and prospecting,-proposal of services to customers,-response to customer requests for quotations,-processing of orders received from customers-assessment of customer’s satisfaction

5.5.1.1 Customer Focus

The customer focus is the base of our know-how.It allows us, on the one hand to identify the expectations and the needs of our customers so as to supply them with adapted services, and on the other hand to measure the satisfaction degree as regard the services imple-mented.The customer focus is realized specifically during the phases of prospecting, consultation, feedbacks (custom-ers’ visits, customers’ evaluations form and customer’s complaints) but also during the steps of services realiza-tion.Reviews meetings with the customer take place regularly during the realization of the Work Package.

5.5.1.2 Customers related processes

Offers HandlingFor any consultation or call for tender, a review is initiated by the commercial department. During this review, the requirements relative to the service asked by the customer are analysed to see the feasibility of the service which needs to be supplied . During the review of the call for tender, are seen among others:- the skills and the qualifications required for the realization of the activities -the nature of the necessary means: IT systems, tooling... - the statutory requirements - the safety and environment aspects- the economic conditions - the risks (new technology, deadlines, financial) …

Orders HandlingThe operational director verifies that the order received by the commercial department is in accordance with the commercial proposition issued. Amendment According to the need, the amendments to the offer or to the order are formulated.Orders are treated through the same circuit, whatever their nature (first order of a new customer, order re-newal).


Recording All the documents related to the contract review are recorded in the commercial file.The commercial file contains at least:- the specifications and or the descriptive elements of the customer- the review of the call for tender filled- the commercial proposition and its possible amendments- the contract and\or the orders relative to the service- copies of the return receipts of the customer orders

5.5.1.3 Customers satisfaction Measure

The supervision of the customer satisfaction is made through:- the customers complaints analysis -the customers visits- the feedback of customers' level of satisfaction( evaluation form , customer visit..;).

The Commercial Department realizes annually the synthesis of customer satisfaction, which is presented dur-ing the management board review.The Commercial Department integrates possible actions into the commercial plan to develop loyalty of our customers and value the customer capital.

5.5.2 . SERVICE PROVISION PROCESS PRO 03

The service provision process, which is engaged by the commercial process, contains the following activities:

- preparation and implementation, - realization, surveillance and evaluation of the service, - delivery, invoicing and covering

5.5.2.1 Planning of service realization

For every work package, a Quality Assurance Plan is drawn up, allowing among others:- to define the organization implemented -to describe the tasks to be realized during the service realization- to determine equipments and necessary skills - to determine the associated indicators - to identify the recordings and the documentation necessary for the service realization.

The creation and the management of the Quality Assurance Plan are operated by the quality department.


5.5.2.2 Project Management

In the case of an activity requiring a significant investment (human material and financial, the launch of a project will be done through the review of call for tenders.The decision to launch a project will be taken by the Executive Committee.For any project will be appointed a project manager.The Project Manager in conjunction with the Executive committee will consider whether the project is viable.Once the project is approved and launched, the Project Manager will be responsible to monitor the project through project review meetings.The Project Manager will ensure that the identified actions have been completed.An assessment will be systematically made at the end of each project, allowing to review the global function-ning of the project.

5.5.2.3 Configuration Management

The configuration Management allows to assurethe controlof the technical and functional evolutions of products. This is translated by the controlof the recordings in particular the archiving of these documents (pro-cedure, "fiches suiveuse", work order...). The services are realized under the Part 21 approvals of our customers. In this context, the activities relative to this chapter remain under the responsibility of the customer.

5.5.2.4 Control of Work Transfers

To date, our company had no transfer of activities from one site to another site.

In case there would be a transfer of activity to another supplier in a subcontracting of second level, it can not be done without the qualification of the supplier by our department quality. (INS.05.01 qualification and moni-toring of the suppliers). Further to the qualification of the supplier, the transfer will result in a CDC between the supplier and our com-pany, CDC taking into account all customers requirements. The transfer of activity can not be made without the agreement of our customer.


5.5.2.5 Master of service provision process

DERICHEBOURG Atis aéronautique implements, in due course, the human resources and the skills necessary for the realization of the works planned to the specifications work , in particular in term of quality and of deadlines.DERICHEBOURG Atis aéronautique brings its experience concretized by: - its methods of work - the intervention of his staff and its qualified managers - the material means duly validated and qualified for the realization of the works, notified on specifications.

5.5.2.6 Identification and traceability of the product

The identification and the follow-up of traceability are made through customers’ documents and customers’s IT procedures, by the means, in most case , an individual identification mark and individual IT access codes. The identification individual marks are used by the Quality Inspectors and the Qualified Operators (wet plug rubber, answering the requirements of the standard NFL 06.150 and NFL 06.160).They are managed by the Quality Department according to the rules described in the instructions INS.04.11-qualification of the quality inspectors and INS.04.12 - Qualification of the Operators.

The responsibilities limits conferred by this mark are formalized in the staff qualification file.

The names list of the Quality Inspectors and Qualified Operators specifying their mark and their field of exper-tise, is communicated to the customers at each change.

5.5.2.7 Customer's property

The employees working to realize the service check the compliance of the supplies (standard supplies, tooling, IT systems and computer application ) put at disposal by the customer.

5.5.2.8 Preservation of the product

The measures which allow the control of products supplied by the customers are specified in the quality as-surance plan : nature of products, conditions of control.. which contribute to take care, to check and to protect the customer's property. It mains at avoiding the integration of a product unfit for the service, supplied by a customer is incorporated into the process.Derichebourg Atis aéronautique will care permanently about respect of the customers’ installations in which it will evolve 5.5.2.9 Post-Delivery Support

Where specifics requirements on Post-Delivery Support are specified in a Work Specification, these requirements are taken into account and treated during the review of call for tenders.


5.6. THE SUPPORT PROCESSES

5.6.1. PROCESS : HUMAN RESOURCES MANAGEMENT

5.6.1.1 Anticipates the Human Resources requirements

Human resources recruitment watch is mean to anticipate the needs in staff of the company (proactively with respect to departments and in accordance with the strategy and objectives), in order to improve its reactivity and meet the customers’ needs.

All the applications received with exploitable profiles are kept by the Human Resources Service to answer the future calls for tender

5.6.1.2 Provides the human resource requirements

DERICHEBOURG Atis aéronautique has identified for each position having an incidence on the quality, the skills necessary to the fulfilment of the tasks attributed.The instruction INS.04.01 “ Provide the human resource requirements “ defines the applicable rules to provide needs in human resources defined by DERICHEBOURG Atis aeronautique's department.

Humanresources

management

Procurement process

Documentation and data

management process

Financial process

PRO 04 PRO 05 PRO 06 PRO 07

Employee career follow-up

Entretien annuel

d’évaluation

People Review

Entretien de progrès

professionnel

Maintien et développe-ment des

compétences

Anticipation des besoins

Qualificationdu personnel

Pourvois aux besoins en ressources humaines

Annualevaluation interview

People Review

Professional Progressinterview

Skillsdévelpmentimprovment

Management of the

employee's life

Keep aware of HR

require-ments

Staffqualification

Provide needs

in human resources


5.6.1.3 Follow-up the employee's career

People Review / Annual assessment interviewThe skills of the staff DERICHEBOURG Atis aéronautique are assessed every year for all the employees:- during the“ people review “ INS.04.04 -during the “Annual assessment interview “ INS.04.03.

The People Review allows among others :

- to assess the employees skills- to spot the potential and the assets of DERICHEBOURG Atis aéronautique's employees -to detect the skills to hold a manager's post -to accompany the employee in his career development - to collect the information necessary for the internal movements, for the promotions …

Annual assessment interview allows among others :

- to do the last year analysis- to define the next year objectives -to listen to the employee's wishes in term of training or development of career.

Professional progress interview Skills identification and the potential gap are identified during “ the professional progress interview “ INS.04.07,wich allows among others:- to analyse the gap between the skills required ant the skills acquired -to define the development, training and career needs considering the assignment and the company needs -to evoke the professional project and the solutions of employee's personal fulfilment (DIF, VAE, Skill assess-ment).

Skills development improvementEach Department Manager builds up each year a training plan forecast, on the basis of all the needs from his collaborators, to assure the development of his department and his teams.

He refers for it: - DERICHEBOURG Atis aeronautique's strategy- Human resources Strategy- needs in skill identified for its department - the individual needs collected from employees.


5.6.1.4 Staff qualification

The instructions "Qualification of the inspectors quality" INS.04.11 and "qualification of the operators " INS.04.12have for object to define the applicable rules in order to pronounce the staff's qualification present on the services of our customers.

The staff qualification takes place in several phases:

Welcome employee by his immediate superiorThe presentation of management quality system and the presentation of the Job description is made by his superior. A quality charter is signed by the employee indicating that he took into account the rules described in the quality charter . Upon arrival of the employee, this charter is presented in the “ Quality Welcome Book “ and validated by the employee, then archived at the quality department.

Job training period with a qualified operatorThe employee records the follow-up of on the job training period.The trainer confirms the operations realized with the employee by affixing his name or his mark of control. Employee qualification by the quality departmentThe qualification concerning the professions asking for a qualification is pronounced by the department quality with regard to :

- operations recorded on the training certificate - competencies grid filled further to the period of training - the opinion of the trainers and of the Person in charge of the service -an individual interview with the quality inspector or the operator to be qualified

The qualifications obtained by the employee are recorded in the individual Qualification file, Doc 04.10.01 on the IT Data basis and the list of qualified personnel - Doc 04.11.03 related to that specific QAP is then updated.

The initial qualification is pronounced for a maximum of 2 years.The renewal of the employee's qualification is made with regard to the competencies grid.

Employee qualification follow-upIt is made through the competencies grid Doc 04.11.02 updated annually by the Manager in charge of the service and communicated to the operational director and to the Quality Department.

Suspension or the withdrawal of the qualification can take place:- further to an employee’s departure from the company - further to a transfer - further to repetitive complaints,mistakes.


5.6.1.5 Pay Management

The instruction INS.04.06 “ Pay Management “ defines the applicable rules in the pay management of DERICHEBOURG Atis aéronautique's employees.

5.6.2. PROCESS: PROCUREMENT PROCESS PRO 05

Sub-contrac-tors

qualities requirements

Qualification and monitoring

of suppliers and

sub-contrators

Orders writing

On-receipt inspection

of provisioned supplies

Tooling subject to periodic inspection

Inspection of maitenance

means

5.6.2.1 Qualification and monitoring of suppliers and sub-contactors

The instruction INS.05.01 “ Qualification and monitoring of suppliers and sub-contractors“ defines the modalities of selection, the qualification and the follow-up of the suppliers and the subcontractors who are used by all the sites of DERICHEBOURG Atis aéronautique.

Only the suppliers and the subcontractors having an incidence on the quality of our services (Aircraft contact means, service supply and subcontractors) are registered in a list of suppliers and the subcontractors. This list is established by the quality department after the analysis of a quality questionnaire sent previously to the suppliers or to the subcontractors.This list is regularly revised (further to nonconformity noticed, audits, renewals of agreements) by the quality department. The qualification and the assessment of the suppliers and the subcontractors are realized by the department quality. The duration of qualification is bound to the validity of the quality approvals held by the supplier or the subcontractor.

5.6.2.2 Sub-contractors qualities requirements

The subcontractors who participate in the technical and commercial program have to be in compliance with the requirements described in the instruction INS.05.06 “ Requirements qualities by the partners “. An audit of qualification is systematically made for these subcontractors. 5.6.2.3 Orders writing

The instruction INS.05.04 “ orders writing “ defines the modalities of orders writing emitted by DERICHEBOURG Atis aéronautique towards its suppliers.The order writing form contains the following data:


- the supplier - the address of delivery, invoicing - the accompanying documents wanted: delivery form, compliance statement, EASA , Form one, certificate of calibration … - the name completes of the supply - the quantity - the unit price, the amount

5.6.2.4 On-receipt inspection of provisioned goods

The instruction INS.05.02 “On-receipt inspection of provisioned goods “ defines the applicable rules in control reception for all the supplies furnished by DERICHEBOURG Atis aéronautique , that they are of internal or customer supply.

The check of the bought products consists essentially in an administrative control and in a visual control.The administrative control consists to verify that documents required with order are present.Visual control consists in verifying: -packaging defects (non compliant or unsuitable), -absence of any physical damage (impact damage, distortion, etc...) -the quantity delivered in relation to the order, -the matching between the identification of the supply, the delivery document and the order, -the use by date for all limited shelf-life items.

5.6.2.5 Calibration of tooling and equipment

The instruction INS.05.03 “ Tooling subject to periodic inspection “ defines rules applicable to the manage-ment of equipments and instruments with control by DERICHEBOURG Atis aéronautique in the realization of its activities.It specifies in particular the periodicities taken in calibration and in check. It specifies inparticular the periodicities according to the types of equipment.

Calibration is performed by companies whose references are linked to BNM-COFRAC or equivalent national bodies. The list DOC.05.07 (Directory of tooling and instruments subject to periodic inspection) allowto record and to follow all the equipments.The list is updated by the quality department and contains at least the following information:-the serial number -the date of the last calibration -the certificate number -the brand -the type -the validity

In case of abnormality on a measuring device, an evaluation of impact is realized as well as the necessary actions.


5.6.2.6 Inspection and maintenance of means

The instruction INS.05.05 “ Inspection and maintenance of means “ define the rules of inspection and maintenance applicable to the various means possessed and managed by DERICHEBOURG Atis aéronautique in the realization of its activities.

5.6.3 DOCUMENTATION AND DATA MANAGEMENT PROCESS

Documentation and data management process contains the following activities : - preparation or reception of the document - validation of the document - controlled release or availability, - preservation and destruction of the document.

The documentary system is organized according to 5 levels : - the manuals (Quality manual, MOE,MGN) - the Quality Assurance Plan - the procedures - the working instructions - the forms

Describes the organizations and the tasks

Explain the quality management system of DERICHEBOURG Atis aéronautique

Described how to execute the process tasks

Proofs of the goodfonctionnement

Quality manualMaintenance organisation exposition manual

PROCEDUREPRO.XX

INSTRUCTIONINS.XX.YY

FORMDOC.XX.YY.ZZ

Q.A

.P.


Quality Manual A general document describing the quality policy and presenting the quality management system and the organisation implemented by DERICHEBOURG Atis aéronautique, in order to satisfy the requirements of EN 9100.

Maintenance Organisation Exposition ManualA general document presenting the organisation implemented by DERICHEBOURG Atis aéronautiquein order to satisfy the PART-145 requirements and FAR - 145 requirements.

Identity form of processEvery process is the object of an identity form in which represent :-the purpose of the process -the pilot and the person in charge of the process -the objectives and the indicators of the process -the date input and output of the process-the process activities-the associated documents -the process resources.

Quality Assurance PlanA document presenting all the special arrangements made in order to satisfy the specifications and customer requirements for a given product..

ProcedureAn accompanying document for the quality manual which specifies the rules to follow, the responsibilities, the records required for achievement of a process.

InstructionA document, additional to a manual or a procedure, presenting a set of instructions or rules to be followed in order to achieve a specific task.

FormA document to be used for specific recording purposes (paper or computerised form). The recordings bring the proof of the compliance to the specified requirements and the effective functioning of the system quality.


This instruction INS.06.03 " Rules applicable to the control of quality documents" is intended to define the specific rules applicable for the control of DERICHEBOURG Atis aéronautique quality documents.

It describes the following activities:-the writing of the document -the validation of the document -the issue of the document -the preservation and the destruction of the document.It applies to all the documents and the data generated by all the services of DERICHEBOURG Atis aéronautique.

5.6.4 . FINANCIAL PROCESS PRO 07The financial process consists in the follow activities :

- bookkeeping - invoicing - treasury management - cost controlling - credit recovery - group relationship - budget management

The procedure PRO 07 goes in detail into the financial activities by the records and associated indicators.Accounting allows the company to get accounting statements giving true image of financial situation.

5.6.4.1 General accounting

The different activities are :a- Accounts payable : Suppliers invoices reception and expenses reports, validation, accounting records and pay-ments after accept order, supplier relationships.

b- Banks : Records of cash basis accounting from clients, social, tax, banks and suppliers.Bank reconciliations each morning and monthly to answer to the consolidated treasury of the Group and manage daily cash collection to optimise recovery. c- Tax and social security liability, customer: Control and follow-up of cross-posting between invoicing program, pay roll and accounting program (IRIS Finance): Control reconciliation, tax return and payment.

d- Annual and half-yearly audit: keeping audit file, calculation and end of fiscal year records.

5.6.4.2 Invoicing


Invoicing is account and legal translation of the company activities.From getting purchase order from commercial department and delivery form from operational department, the turn over is formalised by debit notes or credit notes or provisions.These suppose to fill client form with name, address, SIREN number and VAT number.

5.6.4.3 Cost control

Cost control has a role to assist, advice, inform and guide.It allows: -to drawn up financial indicator representative and reliable, making for optimism operational management to reach fixed target and apply corrective actions.-decision making supportFor each sector, statement of a "margin net labour cost" for each order and operating result is established monthly and for each profit centre.

5.6.4.4 Credit Recovery

By checking accounts and recording customer payments, the credit recovery reaches to decrease outstand-ing delay and outstanding payment risk. We establish disputes and invoicing incidents.

By checking turn over to be issued we expect of operational department to furnish delivery form. By the way we want decrease the turn over risk and reduce the invoicing delay

5.6.4.5 Group relationship

a- Treasury : Bank relationship and cash flow management is made by the Group. The daily bank relationship is the domain of the DERICHEBOURG Atis Aéronautique subsidiary. b- Others : Review of monthly results is realised with Group Direction following pre-established calendar by conference call. All results are monthly reported by group common program.

5.6.4.6 Budget realization

The budget written in collaboration with the different operational directions under the financial form by ac-count department is transmitted to the Group following the group process and group program.Annual presentation is required following the established Group calendar.

Monthly analytic review is organised into the DERICHEBOURG Atis aéronautique group to analyse the results and budget gap with profit centre with Operational man-ager and Derichebourg Atis aéronautique direction.


6- CORRESPONDENCES ENTER THE PROCESSES AND THE CHAPTERS OF THE STANDARD 9100

4.2

4.1

Tittle

Documentation requirements

General requirements

PROCESS OF DERICHEBOURG ATIS AERONAUTIQUE IMPACTED

Configuration Management4.3 NOT APPLICABLE

15.4.1.2

5.5.1.1

1

5.4 5.1

PRO 01

PRO02

PRO03

PRO05

PRO04

PRO07

PRO06

QualityManual

5.54.2.7/85.4.1.45.4.1.3

Responsibility, Authority and Communication

Planning

5.1

5.2

5.3 Quality policy

Customer Focus

Management Commitment

5.6

6.1

6.2

6.3

6.4

7.1

7.2

7.3

7.4

7.5

7.6

8.1

8.2

8.3

8.4

8.5 Improvement 5.4.2

5.4.2.7

5.4.2.2

5.4.2.6

5.6.2.5

5.5.2

5.6.2

5.5.1.2

5.5.2.1

5.6.1

3.4.1.3

Analysis of Data

Control of Nonconforming Product

Monitoring and Measurement

Measurement, analysis and improvement, generality

Control of monitoring and Measuring Equipment

Production and Service Provision

Purchasing

Design and development

Customer -related processes

Planning of product Realization

Work Environnement

Infrastructure

Human Resources

Provision of Resources

Management Review

NOT APPLICABLE

Nor

me

4 Qualiity Managment System

quality manual and certificates/documents... · derichebourg atis aéronautique edition 13 date...

Documents